Has there been any sort of time when you've had to really hold your nerve as a leader or perhaps alternatively realized that you needed to change course on something that you had previously held your nerve on?

holding my nerve across the ear especially when you think of like real pinch points in the terms and when people are tired is not pulling the trigger to suspend or go to like a really what feels like a harsh sanction because like if you've been to a talk that I've done at a research head or a um conference in the last you know calendar year or school year even um I talk a lot about how we've reduced our suspensions over the year and we had 30 in term one and then we went to eight in term two and then four four one and we spiked in term six um up to like six I think um And those were absolutely necessary and we needed to set the tone, make sure people knew what was and wasn't okay.

But when people are tired and children are pushing buttons and pushing boundaries, sometimes staff can be quick to go, well, I think they should be sent home.

And for me, the easiest thing in the world would be to go, yes, of course, I'll make that phone call because it will please the member of staff.

It will make them feel better in that moment.

But it's not always the right thing to do for that child.

And we've had a bit of a... a shared policy with the people that deal with the behaviour the most, like me and the head, our behavioural mentor, our SENCO, we're the ones that go out and respond.

know, I'm looking forward